Tag: intranet

Summary: Berlin, October 1st and 2nd 2015. The European practitioners for modern intranets, social business collaboration and the Digital Workplace gathered in Berlin to exchange on their experience and share insight & learning. As part of the conference I had the opportunity to host a “World Café” session on stakeholder management. This article captures the essence of our discussion.

The framing of the session

I used a little drawing to introduce my personal learning from the past years in the field. From my experience the key layout of stakeholders exists on three levels:

It’s 2015 and the top management (c-level, board room) have bought into the fact that companies have to break up silos. Globalisation is reality and collaboration/communication has to bridge geographical and functional distance. Digital Business Agility (read about this in one of my previous posts) is essential in highly competitive markets.

The people in business operations drive from bottom up. They have a solid understanding on how connectedness and collaboration can improve business success. They are desperate for a more integrated world, improved information management and the ability to work independent from time, place or device – no matter if Generation Y or Silver Surfer.

Squeezed in-between is the middle management. They either get left out in the process from “let’s get connected” to “this is the new connected world” or they are not measured based on the new paradigms. Middle management happens in Excel and PowerPoint, in an abstraction of the real world and represents the “channel” TO the top management. In addition to that it’s a rough world. It’s competitive and not everyone (aka only a very very few) are willing to take risk and accountability for change. They are the ones that we have to really care for. They get caught in politics, games and objective struggles. “What’s in for me” gets more and more important on this particular level in the stakeholder map.

This will become particularly important if our ambition is to further increase the work and business criticality of intranet, Digital Workplace. Then accountability and governance have to be with the middle management. They will be in charge of making it work for the organisation. Therefore we need have to have middle management on board as of day one and make it theirs.

The conversation’s essence

Everyone agreed that more time has to be invested in understanding the real stakeholder map and how they stand with regards to the subject (supporter, promoter, opponent, neutral and/or allies)
Finding the right “value proposition” for the various stakeholder functions is key to get them on board and keep them on along the entire journey.

Executives and top management have to adjust success measurement and KPI to make “connectedness” and “networking of knowledge and people” part of the actual middle management scope of work. The fact that effectiveness will provide competitive edge has to start trumping the “just get it done” attitude.

We have to accept the fact that “business ownership” doesn’t come through a title when it comes to stakeholders for the Digital Workplace. A director is not in the middle of things. Field managers are. They are the ones that primarily seek enablement and support from digital services. We need to have them on board to ensure that “user centricity” is built into the project.

If you have opponents or “disbelievers” in the stakeholder center, get them close to you. Give them a key role, a key stake and the opportunity to shine with the project. Thereby you turn them through pure opportunism…and it’s WIN/WIN.

Pursuing something that has an impact through work criticality will lead to politics. And politics. And politics. Be prepared and don’t expect “yes” to mean “yes” or “I am in” to stand for “I will throw all necessary resource at you”. The future Digital Workplace is cultural and corporate change…and it’s political.

The conversation cards & transcript

We’ve collected a lot of angles on stakeholder management. Below the little moderation wall you can find a (more or less) transcript from the cards collected during the sessions (5 groups attended, approx. 50 participants in total).

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Summary: In the long run the concept of “relevance” will undoubtedly replace the attempt to provide intranets that users can customise or personalise. Relevance targeting is driven by purposeful communications and clear objectives on the sender’s side. Evaluating the actual effect of distinct communication will allow communicators to continuously improve their skills and organisation to improve their channel mix and effectiveness.

Attending one of my client’s internal communications conference I felt inspired to document a workshop session with a little drawing:

It summarises important aspects of the sender/recipient relationship. It furthermore hints to where the long sought for KPIs for internal communications and the Digital Workplace can be found.

The beginning: a purpose.

I truly believe communications without purpose should simply be banned from internal digital channels. Actually, thinking about it again, it should be banned from all channels, no matter if analogue, digital, internal or outside facing. The purpose of communications is usually driven by an over spanning objective. Purpose and objective create the foundation for “relevance”, the “reason-why” for the creation of a message and delivery to a particular audience. The tonality has to resonate on both and make sure that the core of the message is clear and easy to understand.

Practical example

Objective: reduce the risk of legal liability caused by wrongful handling of presents from suppliers.

Purpose: create awareness of a changed compliance guideline to the purchasing employees in Eastern Europe, Middle East & Asia.

Tonality: clear, straight forward, call to action (= go to the policy, read it, implement it) as the core element; background & change tracking should be stored in the context of the policy, not the communication, so it can be found even if people simply search for the policy itself and not the connected communication around it.

Time on (destination/reference) site = recipient involvement with the reference material

Receipt confirmation (if possible) = communication read & understood

Deliver on communication objective

Quantitative evaluation of the implementation through line managers (read, understood, implemented)

Cases of non-compliance in purchasing after the communications

Measuring success beyond media KPI

For a few years I have been chasing best practice and lighthouse solutions for success measurement in the context of intranet/DWP. So far the subject hasn’t really gotten the right attention and the majority of KPI we see in the field are “volume” KPI such as

members of a community or group

number of conversations

number of likes & shares

number of comments

To continuously improve the quality of Enterprise Information Management we have to deliver more insight to authors and publishers. The ones in charge for the mechanics and design of internal digital channels have to enable the ones in charge of the content to deliver on the requirements of all stakeholders. To date way too much guess work is involved.

How to get there?

Let’s simply stop asking for “analytics”. Let’s ask for Communications Insight & Intelligence. If I were in charge I would refuse to implement any KPI without a concept on

why measure? (reason-why)

how to report on the insight? (reporting format/frequency)

who will be reported to? (audience)

who is in charge of executing on insight? (accountability)

how shall KPI be interpreted? (figures > insight)

The last is probably the most important because at the end pure numbers mean nothing. The interpretation (and therefore the commentary for the report) is key for the actual execution on the insight. For that we have to pre-determine what particular figures mean and what has to happen with the learning, for example:

Low click-through
> recipients only now that the policy is there but they don’t know the detail
> implementation might fail
> actively research through line management

Low time-on-site at the reference material
> recipients only go to the site but don’t get involved
> implementation might fail
> actively research through line management

Why to pay more attention Communications Insight & Intelligence?

I believe that by implementing a more serious quality and impact measurement for internal digital channels we will achieve three things:

Provide support to the governing organisation and enable them to iteratively improve the channel effectiveness

Increase awareness for the fact that people have to pay attention to the alternative to e-mail communications

Establish intranet/DWP as a work critical and essential part of the people’s work: the Good Morning for every day that you don’t want to live without

Who to talk to in the field?

Probably Philip’s Dennis Agusi is one of the guys in the field that has one of the best ongoing cases in DWP analytics. You can find him on Twitter: @DennisAgusi

Check out the tweets about is presentation at the Intranet Reloaded 2015 at #intrelEU (add his twitter handle to your search query to filter out the distinct tweets). But be aware: they hired a data scientist to pull off their attempt…

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On September 29/30 I’ve attended the Social Business Collaboration conference in Berlin. I believe it’s one of the best gatherings of the intl. and European advanced intranet and digital workplace community. It was a pleasure to meet so many friends and new folks that shared valuable insight and learning from the past year in the field. The level of honesty and candid talking is so impressive. I can only recommend to join that community if you want to meet people that share your challenges and might be able to (in the culture of social collaboration) develop ideas together.

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Summary: over the last months I have been confronted with almost the same question in various cases: “People don’t read what we publish. What can we do?” Unfortunately I have only come to one – not always embraced – recommendation that I keep repeating: “Make relevance more visible and accept that some information means nothing to some you might like to see as your target group.”.

The major challenge: relevance to operational work.

In many articles I have emphasised that the key to a valuable digital workplace lies in its clear and tangible support of the work that information and knowledge workers do every day. Thinking about the “communication intranet”, so the part of a digital workplace that is meant to provide important information to employees, I might have to specify my thoughts a little but more.
In one of my last workshops I came up with a little sketch:

It’s read like this: there are three connections of information to the work of an individual.

Support: it makes it easier to do my work

Enablement: without it I cannot really deliver correct results

Execution: it is a direct part if it or could derive from my work as e.g. best practice

Information that supports or enables has a certain “distance” to the individual. The more it directly affects the personal environment (work critical) the more relevant (close) it is to the person – the more likely it is to be perceived and the more critical it is that the person is made aware of it. The next level (relevance to the larger work context – business critical) is slightly more distant from the person but still close enough to understand the effects. The outer part (not even touching “My Work” anymore) is the communication that is most likely to be ignored. The majority of people will not be able to make a connection to the content and the effect on the personal employment/work situation. Here’s the tangible example for each category:

Supporting ME: best practice for the work I am conducting.

Supporting US: a new range of product marketing that the sales team I work in uses.

Supporting the COMPANY: the CEO message on the quarterly results.

Enabling ME: a new purchasing guidelines for parts that are key to my deliveries

Enabling US: a new mandatory travel policy that affects expense processes for us as a sales team

Enabling the COMPANY: a new HR guideline on the personal use of the internet at work

Here’s the essence of the challenge: if the flood of information that touches all of the categories mentioned above is in no form or way targeted or indicated in relevance the recipients will simply turn numb. The will start to ignore all information and miss out on the essential and critical parts as well.

How to address the challenge?

Introduce targeting and indicate relevance.

It might be something that sounds like a tremendous effort. To create an editorial model that is able to specify and deliver information to pre-determined target groups. To provide intranets that are geared towards users and resonate on their role, geography, position and other relevant factors. To maybe even tailor the same message to different target group.
Rest assured. THAT is where the ROI on internal communications comes from. Not if you make it social, a stream or add pretty pictures to everything that is published – or (even worse) a strict “must read” rule that puts people even more work on their table through the required analysis & research efforts.

Introduce the indicators for a “call to action” (if there is one).

If you want people to react: tell them. Introduce the option to distinguish if a certain action is required (e.g. read, read & confirm, read & implement etc.). Make it easy for the user to classify information as urgent, critical or important. Allow them to invest only a little to follow what you want them to follow. For everyone’s sake…

Summary: On April 23/24 2013 Berlin was the place to be for European intranet and enterprise 2.0 professional. From 8am in the morning until 6pm at night participants had the chance to exchange experience. Speakers from various industries shared their best practice and the DOs and DONTs when it comes to evolving the intranet into a digital workplace. In this article I am sharing my key take aways and sincerely hope to meet some of my readers next year. A word of warning: I’ve not cut a long story short – intentionally. Some parts of my recap might seem “common sense” but the level of awareness for the key success factors has experienced a substantial shift. Value creation has moved into the focus of almost all hands-on drivers in the field.

My personal key take away from INTRANET.Reloaded, Berlin (2013)

People centricity is not just reflected through “social software” anymore (Or: The social radio and the hidden dream team)

Cultural change – it’s less of hen and egg than before

Key asset of the new workplace: relevant content

The requirements document is not a wish list

1. When Communications & IT join forces big things can happen

The status-quo still seems to be more of a two class society. In some organisations the business and technology folks haves moved closer together. In others there’s still a lot of platform, bells & whistles and “just get it out of the door” thinking. That leaves business professionals frustrated and demotivated when they are either bullied or slowed down by there sous-terrain peers (maybe it’s some kind of reaction on the lack of daylight…). Whenever business and IT decided to work hand in hand on the endeavour towards real business IT results where exciting. In particular the presentation of StoraEnso on the current status of their journey towards a digital workplace was impressive. What I particularly loved (yes…emotion!) was their mantra to

“…make sure that employees simply have clarity on where to go for what piece of information.”

This is one of the “common sense” things. However, to take this as a motivation to merge collaboration and communication initiatives and replace the “old” world with a completely new digital service concept for employees is heart warming. It’s consequent. It’s smart. Here’s what StoraEnso shared as their general advice to the participants of the conference.

The same applies to the Sonae’s presentation (Portugal; check the #sonae hashtag combined w/ #intrel13). I strongly recommend to “steel with pride” from their quadrant on driving the digital workplace initiative (http://t.co/mtZq2dpyzf).

2. People centricity is not just reflected through “social software” anymore

Or: The social radio and the hidden dream team

Almost all speakers emphasised the importance of “seeking to understand before seeking to be understood”. Running conceptual pre-studies and making sure that the results of the project will meet actual business needs has been an essential part of the impressive and promising case presentations. I cannot emphasise enough the importance of how need/requirements are evaluated. Talk to anyone who has applied the Xmas approach of how useful wishful thinking of frustrated users eventually is. More to this a little bit later in this article.

In particular Novozymes (Danmark, @frankhatzack) made two very strong points. Their analogy of the new abilities to drive communication and collaboration through social media inspired services with a social radio is just beautiful!

“Following the flow of activities in a company is like listening to a social radio. You have to make sure that you’ve tuned into the right channels and silence the noise.”

This goes hand in hand with the so often used quote of “There is no information overload, just a filter failure” by Clay Shirkey. Using the social radio requires the users to be aware of the general principles and the way one can use the dials to fine tune personal relevance.

Secondly “the hidden dream” concept is something that should be on the agenda of all drivers of innovation/best practice/idea management initiatives. Novozymes figured out that the most powerful ideas came from the “long tail” of users submitting ideas. It’s not the ones with the loudest voice, it’s the ones that rather post less quantity but strive for higher results – and bear in mind that innovation usually involves more than one point of view. To unveil the hidden dream teams is an amazing opportunity that lies within a company’s organisation. New ways of surfacing experts, expertise and experience that derive from socialised business IT definitely helps with this task.

3. Cultural change – it’s less of hen and egg than before

For years change management has been trending in the context of enterprise 2.0 and the future of information work. @frankhatzack from Novozymes made clear: digital doesn’t go well with pure hierarchy. There a general agreement that top management (aka the C-suite) is happy to request and lead change. The employee base is happy to tap into the new opportunities – adoption rate and speed depending on the demographical structure. Middle management however has a proper challenge with their change of role. The more connected the nodes of an organisation are and the more automated informations logistics become the less “controllable” it will be. #FOLC was established as an acronym at the conference this year: Fear Of Loosing Control. All endeavours have to address that fear as much as they have to pick up on potential #FOMO amongst employees: Fear Of Missing Out. Adding new channels and new opportunities requires to make sure that each single employee is able to work in full certainty and clarity that the relevant stuff will find her/him. For StoraEnso that was a key driver to treat intranet and digital workspace as ONE.

What has settled in is the fact that change in work culture and the digital workplace have to come hand in hand. It’s a give and take. Making cultural change the foundation for changes in the digital workplace is like swallowing the elephant in one go. Slicing it up in reasonable steps, prioritising based on value contribution and managing expectations towards the scope of the single steps is the way to go.

4. Key asset of the new workplace: relevant content

Ensuring relevance for the actual user is key in the majority of initiatives. The way to tackle relevance today ranges from very basic pro-active selection of “what I want to see” to the automated delivery of the right piece of information to the user’s door step at the right time.

One key take away of the conference is definitely the issue of managing/creating information assets in a multi-channel world. Skanska (Sweden) for example manages its content for all digital services through one backend. Treating external and internal presence as just a different channel is definitely a smart way to make sure that content is used most effectively.

Pfizer (USA) decided to “harness the ego factor” (@NoraGhitescu) and give people that produce content for their digital channels. They turned their communicators into correspondents and gave them the chance to stand out with by-line and picture. As a result Pfizer was able to create content that attracted so many people that media agencies would be probably more than happy to sell advertising on that inventory.

5. The requirements document is not a wish list

Making sure that the new endeavour will deliver value to individuals as well as the organisation is key. Evaluating requirements and managing expectations in that context is definitely key. At this point I’d like to refer to one of my older posts on motivation. Requirements don’t have to be things people want (or wish). It can as well be something that should be resolved, removed or improved. That angle – it terms of motivation & measurability – is much stronger than just striving towards a vision.

What I definitely have to share is Sonae’s (Portugal) slide on requirements engineering. It actually doesn’t need much explanation…

World Café on “Managing expectations along the workplace evolution”

I had the opportunity to host a world café session on “managing expectations”. As a framing for all participants (5 rounds in total) I used the following approach:

Seek to understand before seeking to be understood

(Stephen R. Covey)

Use this paradigm as the motivation to understand where you are today in order to understand how to phase out the roadmap to the vision of the future workspace (the reloaded intranet).

Find your current position on either or or both following models for distinguishing the status/evolutionary phase of a workspace:

#1 Workspace Maturity Model

(c) Infocentric Research AG | Presented by Stephan Schillerwein (@IntranetMatters) as part of the Digital Workplace Framework

#2 People Relationship Model (w/t the thought leadership stage)

(c) Philipp Rosenthal 2013 (@for_desire_it)

After the framing followed the discussion based on how the participants of the world café table positioned themselves in the model and shared their insights on how expectations were managed on the way to the current status and with regards to the future steps.

Key take away of the discussion around “how to manage expectations along the evolution of a digital workplace”

It’s about people. Evangelist or Ambassador programs are essential but both have to be connected to the real steps that are taken. Just preaching the vision won’t be enough to make people really adapt. Sometimes some “nudging” towards the new opportunities might be required.

Management has to be committed to the change and support it by being a prime example.

To get commitment it’s necessary to have role based value proportion for “what’s in for me” for e.g. roles like CEO, CIO, HR, program managers, production managers, etc…

Top Management might require a value proposition that resonates with their abstraction of the business in Excel and ERP. Middle Management needs a value proposition that avoids #FOLC. The employee base has to be ensured that #FOMO is unnecessary and that access to the relevant content will actually improve.

Taking into account blue collar work is essential for companies that produce more than just paper. However, it should not stop initiatives because (broadly) involving blue collar roles will be a challenge for almost all companies.

Do NOT ask people what the want. Ask them “What’s preventing you from being excellent?”.

Argue the endeavour and its scope based on challenges that will be solved and QuickWins that derive from new opportunities. Do NOT argue along bells & whistles of digital services.

Easy things first: create tangible results quickly!

INTRANET.Reloaded: Inspired not just by the content

At this stage I want to share a way the organisers of the conference decided to create “minutes” of the conference. It was a live sketching done by an incredible illustration artist. I can strongly recommend this to anyone who’s intending to produce a documentation alongside a larger event…

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Disclaimer:The rights to all content shown in pictures of slides of the conferences lie with the original/presenting author(s) and the represented company.

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Summary: There is literally no major site in the commercial web that contains a lot web pages in a static version. What you see is based on current events, information retrieved from cookies, your location, your account details etc.. In the future the same principle will apply to the digital workplace and thereby the future of what we today know as intranet. To achieve that a lot of homework has to be done. Only with a proper information architecture in place one will be able to profit from the potential that personalised and situation aware digital services contain.

“There is no information overload, just a filtre failure.”

Clay Shirkey

With every single day complexity within and around organisation increases. Every single document, email and comment creates a new data object that needs a home, stakeholders and (ideally) someone who needs it and someone who owns it. Today we perceive this growing volume of data and information as information overload. Because of that many employees are hesitant to really dive into “another channel” and add the intranet to their frequently visited destinations – or even turn it into the single most important destination for the personal work day. This is of cours enforced by the fact that the treasure that lies hidden within the corporate information assets is neither transparent nor hard to find. Not to mention that it should reveil itself to a user at exactly the right point it time: when it’s actually needed.

I believe that the future of the digital workplace and thereby the successor of today’s intranets will provide its major value but being directly connected with the person that is right now looking at it. Information from all repositories and the social sphere will look at the user and immediately match itself in relevance and priority to the specifics of that person. As a result not one single user will see the same “page” on the digital workplace. It will always be the combination of

relevance to person, role and situation

importance of the data object to the user

how time critical interaction is

how dependent others are on the user’s interaction with that particular data object

The underlying principle is a powerful search engine that matches data objects and users in real time. It’s the power of search that most users don’t know about because it’s not (directly) connected to the personal action of typing a query into a search box and (hopefully) retrieve the stuff one was looking for.

However, it’s essential that the foundation for this convenient future of digital workplace is laid. “We have to establish an enterprise search function that gives us access to what we have” still is a mission for a lot of IT departments and (in a lot of cases) not more than wishful thinking.

Rubbish in, rubbish out.

Search engines are heavily dependent on their ability to identify the right data objects in order to be able to deliver them to the right person at the right time. That applies to active searches as much as it applies to the creation of fully situation aware and user centric pages. That’s where the homework lies… To build a powerful and more and more automated workspace for information workers companies have to do some house keeping and put effort in getting their information architecture and corporate taxonomy right. Without clear guidance for search engines what to match to what there will be no proper automation – and thereby no real value add for users and motivation to move away from the established ways of bouncing work related information back and forth through the know channels.

In this context I’d like to refer to one of my previous posts as well. I believe that “social” is just another extension to data objects and an improvement to the ability to specify the relevance of an object to the current user. Here’s the articles illustration as a teaser 🙂

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Summary: my take on 2 days at the conference ‘INTRA.reloaded – From communication to collaboration’ (April 17/18 2012, Berlin). In an increasing number of companies the ‘intranet’ is more and more seen as a potential starting point to create a operational workspace. Optimizing information access and transparency and motivating collaboration are the key drivers at the moment. Still: there is no blue print available yet. However, the thoughts and belief are moving in the right direction and the ones in charge become more persistent in their will to support employees in achieving their goals and improve their access to experts and expertise.

Bridging companies and customers
An increasing number of companies is rolling out services to connect their customers with the organization. Either for the purpose of service or for going after improvements and innovation the wall between corporation and customer seems to become less solid. Particularly successful seem to be the endeavors in which corporate leaders (aka C suite) are involved as sponsor and in which they acknowledge the multi-folded value of such an initiative.

Increase value and involvement with internal services
The tendendcy was clear: modern intranets have to be value adding workspaces, whereas today most portals still serve the purpose of information distribution and corporate communications. Servicing the right information at the right time to the right user in order create real work support is an endeavor some companies have startet to pursue. People in charge are much more conscious of the importance of (unfortunately rarely executed) rennovation work for information architecture and taxonomies. Otherwise the automation of digital services to become situation aware work tools will always experience data quality (= findability) as the major limitation. ‘Rubbish in, rubbish out’ is understood – at least my most protagonists.

Consciousness for active change management
Guiding employees through change with marketing style activities or dedicated advocates and community managers is really fashionable now. Just throwing a piece of IT at employees hoping that the majority of them will catch it and find some reason behind has been identified as a ‘no go’ – in particular by the reps of IT departments I was able to speak to. That management has to get involved and play an active part in the change and execution process is definitely perceived as a key success factor.

Asking the right questions
What’s still challenging is the way of figuring out the right starting point and how to bridge vision and reality. Throughout the conference I had the feeling that user and challenge centric thinking is still overruled by the quest for the right tool. It’s functionality (e.g. microblogging) that is introduced to employees – not a service that resonates to a particular challenge and thereby automatically makes its use obvious to employees. The tendency however, is definitely a move towards more user focussed approaches.

Summing it up: the future for information and knowledge workers looks brighter than three years ago. As soon as companies have overcome their internal blockage that only ERP projects can be funded with three digit millions the future will be even brighter. To unleash the potential that’s currently buried in the heads of talented people and network drives new ways for information distribution, retrieval and enrichment have to make their way into organizations. Getting some inspiration from social and commercial media seems to be a good idea because a lot of references at the conference were made in that direction.

I would like to close with the advise of our last speaker @d_ott: decentralize, simplify, advise & train…and be nice to your users.

More than 1,000 Project Pages created in that feature’s first six months (these pages have fields for project storytelling and document collections and sharing. They automatically include all team members who have billed to the project, as well as start date, budget, client information, and more.)

Over 10,000 wiki pages in the wiki’s first 14 months, on subjects as diverse as presentation guidelines and template to travel and sightseeing tips around the world.

More than 55,000 wiki pages as of today — a large number for a 500-person company

95% of employees voluntarily take ownership of their personal pages (which include their personal blog, fields for long and short biographies, status messages, image sharing, and project work reporting)

Over 40 special-interest blogs created by teams and individuals, which address company-specific issues such as career growth and office updates, as well as general-interest topics such as social impact, sustainability, and health and wellness projects.

Apart from utilization statistics, IDEO has not formally evaluated the impact of the Tube. Anecdotally, we have seen an increased sense of participation in the greater community, especially among those who are in smaller-sized and isolated offices. The team has seen a great deal of collaboration and sharing of information around areas of passion, such as social impact, particularly in the wiki pages. For example, prior to the Tube, IDEO had many people who were interested in doing meaningful design work in the developing world, but no single office had a critical mass to establish a like-minded community. Through the Tube, a community called “Social Impact” formed and became a major force in shaping this new and increasingly important direction for IDEO. The Tube provided the infrastructure this community needed to organize and support itself from locations around the globe.Full articlehttp://goo.gl/OkwyW

My comment

This article is another indication that’s it not always about pulling out Excel sheets…sometimes common sense will tell us that there IS something in for us and the organization. And w/ rgds to the level of collaboration and efficiency in communications these days the room for improvement is HUGE

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The Digital Sherpa

My name is Philipp Rosenthal and I work as a freelance digital business coach. My passion is to help people to discover the potential of digital for their business model and to shape successful initiatives. Over 20 years of experience in agencies, corporations & consulting companies provide me with a solid set of frameworks, methods and deep understanding for company & people dynamics.